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corporate social network CSN best practices

Implementing Corporate Social Network ? it takes strategy and in this presentation dating from October 2010, I analyze trends and best practices to make recommendations regarding the establishment of internal networks for employees. More info on my blog http://www.marketing-internet-montreal.com

“ When describing the cultural shift made possible by Web 2.0 and so-called “social” media tools, it is popular to use a Marxist metaphor and say that the means of production has shifted to the hands of the workers. This refers of course to the growing trend of Web-based tools to put the power of publishing into the hands of the users, a power that was once the exclusive domain of publishers and producers.” Jeff Howe, Crowdsourcing

Social networks as a tool (linkages)

YouTube &amp; Flickr are the most popular social media sites with 38% &amp; 29% (respectively) of people surveyed using the sites.

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Context and Definition of Social Networking <ul><li>« It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change . » - Charles Darwin </li></ul>Confidentiel

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Context Confidentiel Web evolution (MIP, 2009) The continued democratizing power of the Web .

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Definition of Social Network <ul><li>Forrester defines it as: </li></ul><ul><li>A social structure in which technology puts power in communities, not institutions. </li></ul>Confidentiel Social Media Tools

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Social Networking Trends <ul><li>« By 2014, social networking services will replace e-mail as the primary vehicle for interpersonal communications for 20% of business users . » - (Gartner, 2009) </li></ul>Confidentiel

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Social Networking Trends (1/4) Confidentiel Within democratization, Social networking is worldwide phenomenon. <ul><ul><li>62.5% of Internet users worldwide have created a social network profile ( Universal McCann, 2009 ) </li></ul></ul>(Nielsen, 2009) <ul><ul><li>Member community growth twice of any other five most popular sectors between December 2007 and December 2008 </li></ul></ul>

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Social Networking Trends (2/4) Confidentiel What about North America, Age And Seniority ? Seniority Age Source: Social Media Usage Spans Age And Seniority (Nielsen, 2010) . <ul><li>70% of Canadians are using social media and 58% do blog ( 6S Marketing, 2009 ) </li></ul><ul><li>64% of US Internet users will interact with some form of user-generated content. ( eMarketer, 2009 ) </li></ul>Experts Agree : Gen Y Will Not Grow Out of Social Networking (Nielsen, 2010)

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<ul><li>India emerged as 7th largest market for social networking sites. The total Indian audience grew 43 percent in the past year </li></ul><ul><li>France’s social networking audience was the third largest in Europe behind the U.K. and Germany . </li></ul>Social Networking Trends (3/4) Confidentiel What about India and Europe ? (comScore, 2010) (comScore, 2008)

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Best Practices <ul><li>« As people embrace social media in their private lives, they naturally expect to use similar tools within the enterprise . » - (Don Tapscott) </li></ul>Confidentiel

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Best Practices – Strategy (1/2) <ul><li>Focus on business activities – at least at first. Staying focused on the business aspect of personal profiles makes them easier to defend to skeptical stakeholders. </li></ul><ul><li>Align with business objectives. Make sure that the communities are developed with an alignment to business objectives. </li></ul><ul><li>Create Linkages. If the social platform has intelligent linkages to content management and enterprise search, the linkages it creates will be more valuable to the users. </li></ul><ul><li>Don’t be afraid. Employees know how to behave in such a way so as to not get fired. They know the rules. </li></ul><ul><li>Govern lightly : Simplicity trumps a heavy hand. </li></ul><ul><li>Source : </li></ul><ul><li>Nielsen Norman Group, Enterprise Community, Collaboration, and Social Networking Projects. 2009 </li></ul>Confidentiel

13.
Best Practices – Strategy (2/2) <ul><li>Invest in seeding interest in user profiles and in useful content and services. This encourages use, grows appeal and makes for a valuable visitor experience. </li></ul><ul><li>Make initial deployments just large enough to benefit from network effects , but keep costs and risks low to accelerate deployment and demonstrate value. </li></ul><ul><li>Advertise and market the success to participants and to sponsors. </li></ul><ul><li>Secure business ownership and top leadership support from those willing to champion culture-changing deployments where necessary. </li></ul><ul><li>Develop policies governing the use of consumer services for business purposes. </li></ul><ul><li>Source: </li></ul><ul><li>Gartner, The Business Impact of Social Computing Examples of Collaboration in Employee Networks 2009 </li></ul>Confidentiel

15.
Business Benefits <ul><li>« The Social Networking ground swell is building rapidly. It is time to decide whether </li></ul><ul><li>your business can take advantage today or whether you’d prefer to stay on the </li></ul><ul><li>beach and wait until the waters are calmer. » - (AT&T, 2008) </li></ul>Confidentiel

16.
Business Benefits <ul><li>The use of social networking tools as part of everyday working life has led to an increase in efficiency ( AT&T 2008 ). </li></ul><ul><li>65% say that it has made them and/or their colleagues more efficient . 46% say that it has sparked ideas and creativity for them personally. ( pan-European survey Dynamic Markets ) </li></ul>Confidentiel Forrester’s January 2010 Global Social Media Online Survey

17.
Business Benefits <ul><li>Social networking can be a powerful lure for an organization; </li></ul><ul><li>interactivity promises to bring more employees into daily contact at lower cost. </li></ul>Confidentiel McKinsey Global Survey, 2009 Nearly 1,700 executives from around the world, across a range of industries and functional areas, responded to McKinsey Global Survey 2009, specifying the percentage improvement they experienced for each reported benefit across all three benefit classes.

19.
Key Factors for Success <ul><li>Building online communities takes time. </li></ul><ul><li>Tap into existing networks to amplify support. </li></ul><ul><li>Online organizing = offline action </li></ul><ul><li>Offer the right incentives to increase engagement. </li></ul><ul><li>Community-driven actions should work towards a specific goal that is time sensitive. </li></ul><ul><li>Branding and design needs to be consistent through out all media channels. </li></ul><ul><li>Convert low-end users through personalized and segmented campaigns. </li></ul><ul><li>Facilitate existing behaviour. </li></ul><ul><li>Embrace the unexpected and give up control. </li></ul><ul><li>Source : Information based on experience and research of eMarketers Top 10 Corporations that have done </li></ul><ul><li>the best job using social media. </li></ul>Confidentiel

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Performance Indicators : Overall Value <ul><li>“ Ultimately, these sorts of applications may become such a part of day-to-day work that the ROI is rarely questioned (such as telephones or e-mail),” says Blackwell, IBM. </li></ul><ul><li>“ It is the overall value that is really important rather than just comparing costs,” Mark Morrell, BT : </li></ul><ul><li>If applied, the measures are often focused on gauging the vitality of the community through usage, content consumption, visits, time on site, etc. ( Nielsen, 2009 ) </li></ul>Confidentiel Nielsen Norman Group, 2009

22.
Performance Indicators : Defining Business Objectives <ul><li>A corporate social network can be implemented for : </li></ul><ul><li>Communication, </li></ul><ul><li>Recruitment, </li></ul><ul><li>Collaboration, </li></ul><ul><li>Organization of an event and creation of a community of participants. </li></ul><ul><li>Stimulation for innovation by facilitating contact between experts, </li></ul><ul><li>Capitalization of the knowledge, including the informal know how acquired through practice on the ground, </li></ul><ul><li>Formalization of the &quot;know how&quot; and the &quot;know who&quot; of the organization, </li></ul><ul><li>Providing updated information on single a platform that is easy to use . </li></ul>Confidentiel

23.
Performance Indicators <ul><li>To judge the success of a strategy for implementing the corporate social network, it is necessary to build an evaluation process to be followed consistently : </li></ul>Confidentiel Example of goals and indicators Goals Objectives Indicators Deepen relationships with colleagues Reach a critical mass of participants <ul><li>Number of participants </li></ul><ul><li>Number of groups created </li></ul><ul><li>Comments </li></ul>Encourage interaction among colleagues <ul><li>Comments / participant </li></ul><ul><li>Profile of SME </li></ul>Increase virtual interactions Strengthen commitment to the content and usefulness of the site <ul><li>Download documents uploaded online </li></ul><ul><li>Number of topics in the forums </li></ul>

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Successful Social Networking Use Cases Confidentiel « In addition to being the year of mobile, it was definitely the year of social networking on the Internet at large. On intranets, this second trend was echoed more strongly than the first. » - Nielsen, 2010

27.
Successful Social Networking Use Cases (2/4) Confidentiel <ul><li>*Deloitte Street : 2007 , Social Networking Site </li></ul><ul><li>2008 Statistics: </li></ul><ul><li>Initial rollout was to 1,500 employees. </li></ul><ul><li>All 46,000 members of organization are in the system. </li></ul><ul><li>500 employees have been personalizing their profiles each week. </li></ul><ul><li>Involvement by 25% of staffers in the first eight weeks. </li></ul>

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Recommendations (2/3) <ul><li>Use stand-alone enterprise social software applications to fill gaps in larger platforms. </li></ul><ul><li>Watch for redundancy of functionality that may already be in enterprise platforms. </li></ul><ul><li>Deliberately foster synergy between IT and the business to ensure success in social </li></ul><ul><li>“ P rovide and Pray” Approach : ~ 90% failure rate </li></ul><ul><li>Radical benefits result from delivering social solutions </li></ul><ul><li>A social media solution is the right tools targeted at defined purpose </li></ul>Confidentiel Gartner 2009 Gartner 2010

33.
Recommendations (3/3) <ul><li>Use a single multi-lingual platform for all countries to use by all members. </li></ul><ul><li>Define the business objectives and the adapted tool to reach the audience desired. </li></ul><ul><li>Design the social network to be integrated with company applications (Carrere Tracking, Portals, Sharepoint..) </li></ul><ul><li>Identify a group of users that will experiment, review the tool and generate content for beginning. </li></ul><ul><li>Make incentive to encourage people contributing to social network. </li></ul><ul><li>Publicize the terms of governance and make a clear Policy. </li></ul><ul><li>Prepare a marketing plan to communicate with members. </li></ul><ul><li>Use analytics to measure interaction performance and vitality. </li></ul>Confidentiel